The first stage of the PGS focuses on designing basic governance documents composed of the strategic deliverables (or roadmaps), a strategy map, and an enterprise scorecard that are all anchored on a compelling strategic positioning. This strategy is seen to be championed by a dedicated PGS Core Team and leadership team who can rally its units and personnel to make targeted commitments in pursuit of the organizational goals.

The hallmark of the Compliance Stage is the presence of emerging breakthrough results produced from a disciplined strategy execution process that centers on conversation, feedback, and recognition at the level of the enterprise and units. This is supported by cascading the strategy to all units and personnel through harmonizing the cascading framework with established performance appraisal and incentives systems present in the organization (i.e Strategic Performance Management System or SPMS, Program on Awards & Incentives for Service Excellence or PRAISE). 

Managing all of these activities, the organization must establish an Office for Strategy Management (OSM) that will oversee the implementation of the strategy and continuously monitor its progress. Additionally, the organization must also create a Multi-Sector Governance Council (MSGC) who can take part in the realization of the strategy.

The PGS Proficiency Stage also centers on the presence of emerging breakthrough results but with emphasis on attaining these results through the support of a fully-functional Office for Strategy Management (OSM). With a fully functional OSM at helm, cascading to all units and individuals have been completed and refreshed depending on the performance appraisal cycle of the organization, monitoring and reporting has evolved into more meaningful performance assessments, and the strategy has been embedded to day-to-day operations. As such, accomplishments at the unit level and emerging breakthroughs at the enterprise-level are continuously produced.

The main characteristic of the Institutionalization Stage is the presence of at least one breakthrough result, as reflected in a time-bound strategic position and the positive impact that results from it being attained. Felt by the internal and external stakeholders, the breakthrough result is seen to be present through the alignment of efforts toward better performance and real, lasting transformation. At this stage, a robust governance culture that guides the entire organization should be evident. The organization must also be an advocate of good governance and serve as a model for other organizations that seek strategic reform and progress. As champions of performance-based governance, PGS Institutionalized organizations are seen to sustain the delivery of breakthrough results reflected through the maturity of its governance mechanisms.